PROJECT REPORT

ON
___ LEADERSHIP STYLE IN BANKING SECTOR _____

BACHELOR OF COMMERCE (BANKING & INSURANCE)

SEMESTER V
(2017-2018)

SUBMITTED
IN PARTIAL FULFILLMENT OF REQUIREMENT FOR THE
AWARD OF DEGREE OF
B.Com (Banking & Insurance)

BY

PANIKKER AKHILA HARILAL

ROLL NO. -__27_____

BIRLA COLLEGE OF ARTS, SCIENCE &COMMERCE

MURBAD ROAD KALYAN (W)
 BIRLACOLLEGE OF ARTS, SCIENCE, & COMMERCE,
KALYAN
(Conducted by Kalyan Citizens Education Society)
(Affiliated by University of Mumbai)

BACHELOR OF COMMERCE (BANKING& INSURANCE)

CERTIFICATE
This is to certify that PANIKKER AKHILA HARILAL OF T.Y B.COM
(BANKING & INSURANCE) Semester V (2017-2018) has successfully
completed the project on LEADERSHIP STYLE IN BANKING SECTOR
under the guidance Ms.Rinky Mam

PROJECT SUPERVISOR: Mr. Anil Tiwari

COURSE CO-ORDINATOR: Mr. Anand Dhamadhikari

INTERNAL EXAMINER

EXTERNAL EXAMINER

PRINCIPAL

ii
 DECLARATION
I, AKHILA HARILAL PANIKKER student of T.Y B.COM (BANKING &

INSURANCE) semester V (2017-2018) hereby declare that I have completed the project on

LEADERSHIP STYLE IN BANKING SECTOR. I further declare that the information

imparted is true and fair to the best of my knowledge.

SIGNATURE

Name:__PANIKKER AKHILA HARILAL

ROLL NO. ____27_______

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 ACKNOWLEDGEMENT
I hereby express my heartiest thanks to all sources who have contributed to

the making of this project. I oblige thanks to all who supported, provided their

valuable guidance and helped for the accomplishment of this project.

I am thankful to Mumbai University for giving me such a challenging task to

explore the urbanization which includes not only thinking and analyzing various

facts and updates about real work, our principal Dr. (Mr.) NARESH

CHANDRA and the course coordinatorfor having such wonderful course.

I am very much grateful to my project guide _Ms. RINKY MAM_who in spite of

busy schedule spent valuable time to guide me and helped in completion of this

project.

I also extent my hearty thanks to all my family, friends and all the well-

wisher.

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 Project synopsis

BACKGROUND OF THE STUDY

The Vedas (20001400 BCE) are earliest Indian texts to mention the concept
of usury. The word kusidin is translated as usurer. The Sutras (700100 BCE) and
the Jatakas (600400 BCE) also mention usury. Also, during this period, texts began
to condemn usury. Vasishtha forbade Brahmin and Kshatriya varnas from
participating in usury. By the 2nd century CE, usury seems to have become more
acceptable.[11] The Manusmriti considers usury an acceptable means of acquiring
wealth or leading a livelihood.[12] It also considers money lending above a certain rate,
different ceiling rates for different caste, a grave sin.[13]

The Jatakas also mention the existence of loan deeds. These were
called rnapatra or rnapanna. The Dharmashastras also supported the use of loan
deeds. Kautilya has also mentioned the usage of loan deeds.[14] Loans deeds were also
called rnalekhaya.[15]
Later during the Mauryan period (321185 BCE), an instrument called adesha was in
use, which was an order on a banker directing him to pay the sum on the note to a
third person, which corresponds to the definition of a modern bill of exchange. The
considerable use of these instruments has been recorded[citation needed]. In large towns,
merchants also gave letters of credit to one another.[15](Banking in India)

SIGNIFICANCE OF THE STUDY

Significance of the Study The assessment of the significance of the study was based
on the context of the efficacy of the findings in supporting positive social change
implications and the extent of reduction of the literature gap. The findings may allow
current and future strategic leaders to establish, grow, and run profitable banking
businesses. Furthermore, the outcome of the study may contribute to positive social
change by creating employment opportunities and improvement in the life standard of
the people. A profitable and sustainable banking system is imperative for the proper
functioning of the economy. A failure in banking profitability may cause devastating

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 effects on the economy, including loss of employment opportunities and instability in
the national payment and settlement system.

Training of employees takes place after orientation takes place. Training is the process
of enhancing the skills, capabilities and knowledge of employees for doing a particular job.
Training process moulds the thinking of employees and leads to quality performance of
employees. It is continuous and never ending in nature.

RESEARCH PROBLEMS

Banks are at the core of any economic system whether developed or developing .Essential ,a
technically advanced transport and efficient banking system is the need of the hour for the
growing economy in India.
In our country , need for the qualitative banking surpasses the conservative economic or
financial logic as the financial inclusion is a distant dream .In addition to the provisions of
traditional service, many social functions are attached to banking system financial inclusion
and inclusive growth.

OBJECTIVE OF THE STUDY

After studying problems faced by Banking Industry and Leadership styles, Researcher felt the
need of study leadership, to guide banking staff for improvement of the performance of
banks. The study may achieve the following objectives:
(i) To study relationship between managerial positions in the hierarchy and their
leadership styles,
(ii) To test, whether leadership styles depends on size of the organization,
(iii) To test leadership styles and joining of bank manager's are correlated.
(iv) To study that personality traits of bank managers affect the leadership styles
followed.

(v) To identify perceptions of the employees on how training and development

proved to be beneficial to them
(vi) To identify employees competency levels as enhanced by the training and
development implemented

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 (vii) To examine how training and development contribute to the individual
performance and productivity

SAMPLING MEHTOD
Method used for sampling is survey method. A questionare is generated from the reviews and

circulated to 50 candidates who have experience.

ANALYSIS OF DATA
Data taken from candidates is analyized in the Microsoft excel

KEY FINDINGS
This study does provide some insights for managers,who should realize the importance of the
job facets used in this study, which can enhance their employees level of job satisfaction
among employees. Managers should consider ways to enhance job facets such as co-
workers,benefits, operating conditions, supervision, and such as promotion, communication,
and nature of work.

It is reflected that Leader Effectiveness has a high and significant positive correlation

with branch performance in case of both public as well as private sector banks.It would

be advisable for the public as well as private sector banks to include the leadership

effectiveness studies as part of their management audit process.These studies may be

carried out appropriately at regional and official levels.A review of existing branch

managers leader effectiveness qualities may be done and managers who are posted for

the first time as branch managers may be re-oriented towards this aspects.This may be

effectively brought about by suitably modifying and evaluating the training process for

these levels of managers.

A large percentage of people in training roles do not have any formal instruction on how

to develop effective training.The absence of good measurement and the dependence of

products has led to poor methods of measuring training.

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The impact of organizational training it will easily shown once you learn how to identify

training metrics and institute best practices in training design.

A large percentage of management is often unclear about which competencies are most

valuable in a training professionals role.

SUGGESTIONS
The rejection of authoritarian style brings to the fore change in mindset of bank employees.
Faster technology adsorption, greater focus on improving ones educational status, intense
passion for participation in decision making exercise faster diversification of banking services
and consequent demand for domain experts etc challenge the style of leadership. Higher
productivity, better organizational climate and peaceful industrial relations can be brought
about only by delegate and participative styles. Therefore training modules of bank need to be
more participative and delegate styles of leadership practiced.

CONCLUSION
The conclusion which can be drawn from this study is that leadership and management are
closely linked to the direct success or failure in a bank.The conclusion can be drawn that an
autocratic leadership style can lead to adverse effects on a bank and can even cause it to fail.
That is not to say that acting autocratically is always a negative thing. A leader has to be
decisive and be able to take autocratic actions when necessary. There is no correct
leadership style for the banking industry as such. The choice of leadership style very much
depends on the situation in combination with the leaders personality traits. Sound corporate
leadership and management are further essential, because they count towards the overall
corporate social responsibility a bank has towards its stakeholder.

Training and development in banking sector will helps the growth of a banking
industry has a clear focus on having a well-motivated and trained workforce. The
company needs to have motivated and confident staff who have up-to-date skills in order
to remain competitive. In addition, well-trained staff are an asset to the business and help
to retain customers.

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Contents
1 Chapter 1: Introduction ( 8-10 Pages) ................................................................................ 1

1.1 Introduction: Meaning and definition ....................... Error! Bookmark not defined.

1.2 Features/Characteristics .............................................................................................. 4

1.3 Origin and growth ....................................................................................................... 5

1.4 Advantages/Disadvantages/Benefits/Limitations........................................................ 8

1.5 Recent trends and growing importance ....................................................................... 6

1.6 Key challenges .......................................................................................................... 11

1.7 Statement of research problems ................................................................................ 12

1.8 Objective of the study ............................................................................................... 12

1.9 Chapterisation scheme............................................................................................... 13

2 Chapter 2: Review of literature (3-5 Pages) .................................................................... 14

2.1......................................................................................................................................... 14

2.2......................................................................................................................................... 20

2.3......................................................................................................................................... 20

2.4......................................................................................................................................... 20

3 Chapter 3: Research methodology (3-5 pages) ................................................................ 21

3.1 Research design ......................................................................................................... 21

3.2 Sampling design ........................................................................................................ 21

3.2.1 Target population ............................................................................................... 21

3.2.2 Sampling frame .................................................................................................. 21

3.2.3 Period of study ................................................................................................... 21

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 3.3 Sample size................................................................................................................ 22

3.4 Data collection........................................................................................................... 22

3.5 Structure of questionnaire ......................................................................................... 22

3.6 Format of questionnaire designed ............................................................................. 23

3.7 Analytical Tools applied for the study ...................................................................... 26

3. Research ethics................................................................................................................. 26

4 Chapter 4: Data analysis (26- 36 pages) .......................................................................... 27

4.1 Average score ............................................................................................................ 27

4.2 Percentage analysis ................................................................................................... 29

5 Chapter 5: Summary of findings (2-4 Pages) .................................................................. 41

6 Chapter 6: Suggestions and conclusion (2-3 Pages) ........................................................ 41

List of figures

Figure1:Trend

Figure2:Focus in backward Areas

Figure3:Facility of banks

Figure4:Degregulated Environment

Figure5:Financial Management

Figure6:Improvement in Banking Activities

Figure7:Current banking performance

Figure8:Measures of banks

Figure9:Law and Regulations of banks

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List of Tables

Table 1: Average score analysis

Table 2:Average score analysis

Table 3:Percentage analysis

Table4:Gender vise percentage analysis1

Table5:gender vise percentage analysis

Table6:Descriptive Statistics

Table7:Age wise score analysis

Table8: measures or suggestion is required

Table9:Experiencewise Average score analysis

Table10:Correlation Analysis on gender

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1 Chapter 1: Introduction

1.1 Introduction: Meaning and definition

The position of companies and business activities is difficult in nowadays dynamic

and variable world. Requirements of the market are top efficiency, optimal adaptation
In an perspective. The performance of a company becomes currently a very topical
theme. Its content includes all corporate activities that need to be cohered to get a
result with a functional and prosperous company with a long term perspective.

(Pavelkov, Knpkov, 2005) According to Synek (2006), human resource

management is the one of the key company activities and its purpose is to lead
employees to high productiveness, affect their quality and structure of their job
corresponding to increasing demands of the market business environment.

Veber (2011) represents leadership as community mobilization, initiation and

motivation of executives involvement and their development. In the current period,
banks are in the center of attention. According to the public general, the most
significant part of crisis origination is attributed to banks. On European politicians
discuss about need to regulate the bank managers income and additional taxation of
banks.

At the same htime, conditions for the credit risk management of the banking sector
are getting worse because of the adverse economic development.
These factors create an enormous pressure on the performance of the banking sector
and can cause a decline in firms and households financing, which may have a
negative effect on the economic growth (Bukov, Reuse, 2011). Croxford (2005)
emphasizes the important role of the banks employees in the process of selling bank
products for the retail segment. According to him, bank sales clerks are one of
elements, which customers see in the bank and can strongly influence their opinion.
Bank employees have the primary opportunity to increase the value of customer
relationships. Author emphasizes also that bank employees need quality management.

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 In these continuities, it is necessary and appropriate to examine potential opportunities
to increase the efficiency and competitiveness of the banking sector by increasing the
quality of human resource management. In this context, leadership style in the
company plays a decisive role. In the article, managerial priorities of branch managers
is examined, the prevailing leadership style in the banking sector of Slovakia is
defined and an impact of leadership style of banks sales clerks on the possibility of
improvement of their individual productiveness.(Jaroslav)

MEANING:

Leadership is unique. It occurs when an individual with the right motivations meets the right
opportunity. Some people maybe all, have the qualities of leadership but never get the chance
to demonstrate them. They wait their whole life for that single situation that forces them to
reach deep down and find the courage to step outside whats comfortable. But naturally, most
people fear the unknown. They fear the ridicule of taking a stance or an unpopular position.
So instead, they wait for someone else to step forward and take that chance.

Often times the person that steps forward is ostracized as a non-team player because they
dont conform to popular wisdom. Just look at the way some groups make decisions. In the
long run their vision can direct the company to new opportunities. Leadership involves:
establishing a clear vision, sharing that vision with others so that they will follow willingly
,providing the information, knowledge and methods to realize that vision, and coordinating
and balancing the conflicting interests of all members and stakeholders. A leader steps up in
times of crisis, and is able to think and act creatively in difficult situations. (meaning and
importanceof leadership)

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DEFINATIONS:

It is interpersonal influence exercised in a situation and directed through the

communication process towards the attainment of specialized goals. -Robert
Tannenbaum

Majtn (2005) defines the leadership as the ability of managers to persuade others to
enthusiastically pursue the objectives set. He defines three basic leadership styles
based on level of leadership skills: directive style, liberal and participative style. The
prescriptive style is characterized by the application of the managers will regardless
of the subordinates opinions. The participative style is characterized by a bi-
directional communication between a leader and subordinates. The liberal leadership
style lets a great deal of freedom in the proceedings of employees, so they are very
independent. The applied leadership style significantly affects the employees
productiveness in their jobs. Individual employee motivation is largely dependent on
the style of management and leadership, which is applied in the job process.

Leadership is influencing people to follow in the achievement of a common goal-

Koontz ODonnell.(A study on style of banking sector)

According to Bass and Stogdill (1990), Leaders differ in their concern for the groups' goals

and the means to achieve the goals. Those with a strong concern are considered to be task

oriented

Leaders also differ in the extent to which they pursue a human relations approach and try to

maintain friendly, supportive relations with their followers. Those with a strong concern are

identified as relations oriented (Katz et al., 1950), concerned for people (Blake & Mouton,

1964), people centered (Anderson, 1974; Bass & Stogdill, 1990, p. 472).

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1.2 Features/Characteristics

Leaders demonstrate genuine respect for others

This is perhaps the fundamental trait of an effective leader. If those around you
perceive a lack of respect for them theyll never respect you.

Leaders demonstrate honesty and integrity

Lying may be too strong a term. Actually honesty or the lack of it in
organizational terms is more subtle. Its how willing a person is to dabble in the grey
area. Did you ever hear someone justify a situation by saying I didnt lie you
didnt ask me.

Leaders are confident and courageous

Confidence is contagious. Its also rare. Especially in large organizations where things
become paralyzed in decision making because there are so many layers and levels of
approval its refreshing for someone to step out of bounds once in awhile.

Leaders are influential

Unless a person can influence others to follow their vision, theyre not a leader.
Leaders have that something extra that gets others to buy into their ideas and jump
aboard.

Leaders are decisive

Employees will gravitate towards those who provide clarity and direction. That
requires someone to make a decision. Unless thats done the group stagnates and
looks for a leader.

Leaders are effective communicators

Have you ever listened to someone present and idea when theyre loaded with
enthusiasm and passion but youre not exactly sure what they said?! They know
exactly what they mean but somehow it gets lost in the presentation.

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 Leaders establish and reinforce a set of core values
This is an aspect of leadership that few people ever take the time to think about in
business yet its quite common outside work. Many people have values that guide
their life, their decisions everything. Whats important to you at work? The next
section describes core values in behavioral terms.

Leaders are driven continuous improvement

A leader is never satisfied. Leaders are driven by an internal desire to constantly
improve the business, employees, relationships with customers, etc. Without that
desire a group stagnates. Work becomes ho hum and good enough is standard
practice.

Leaders possess and encourage physical, mental and spiritual health

Without a balance in your life you cant be an effective leader at work. The two are
inseparable. If you neglect your personal needs family, physical health, mental health,
and spiritual youll lose your edge as a leader.(characteristic of leadership in banking
sector)

1.3 Origin and growth

Emergence of Universal banking system: Services provided by banks have expanded

graphically in the last decade .In addition to the traditional savings and loans .banks

started providing a wide gamut of financial services like insurance, investment ,asset

management, etc. which increased their in the economy.

Economic growth: Over 9 percent GDP growth in the pre global financial crisis

period(2009-10) and over 7 percent in the last two years largely facilitated the growth of this

sector.

Globalization : As India is moving towards closer integration with the world economy,

Indias merchandise trade, service exports and remittances are growing at a faster pace .in

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order to serve these new needs; banks have evolved and redeemed themselves in India and

abroad.

Policy initiatives: The Banking Laws (Amendment) Act, 2012 at the monetary front, and

large scale infusion of funds into the public sector banks by the government in recent years

fuelled the growth of this sector.

For the government, the banking sector is at the core of governance. Initiatives like Jan Dhan

Yojana and Direct Benefit Transfer are case in point.

Usage of technology: Information and communication technologies including the mobile

phones and internet connectivity are the prime reason for expanding the reach of banking

sector to the youth and rural habitations.

True leaders work hard to understand and evaluate themselves. They seek honest feedback

from their team and are mindful of their weaknesses. This fosters trust, develops

relationships and drives results.

The banking industry is changing at an extremely fast pace. Having the strategic flexibility to

adapt and change mid-course is an extremely attractive trait today. Leaders in the banking

industry need to constantly be monitoring and reviewing products and programs, new

technologies, and their market positioning to make sure their particular bank .

Effective use of informal networks to understand peoples true perceptions can help leaders

of tomorrow. A good understanding of how innovation occurs can help boost performance

and reduce inefficiencies. By developing informal social circles, customer relationships and

networking groups, a core understanding of the industry will be developed.

All too often employees fail to communicate the potential of risk due to fear of rocking the

boat. It is imperative that risk management is implemented by the leaders of tomorrow, so

that everyone on the team is prepared for any unforeseen crisis. An open and progressive

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culture and attitude towards any risk or potential crisis will help prepare the organization for

any change in the industry.

The famous fifty-century BC Chinese philosopher Lao-Tzu once wrote, If you tell me, I will listed. If
show me, I will see. But if you let me experiences, I will learn (Chinese, 2010,1).The idea of training
and development (T&D) is nothing new to the twenty-first century, but has rather evolved since the
earliest stages of human civilization and has been gradually refined into the sophisticated process that
it is today. The following will present an overview of the different styles of T&D that have been
implemented throughout history
Apprenticeships (400s-1400s)- With its origins rooted in the Code of Hammurabi, the law that
governed ancient Egypt (2000 B.C.), apprenticeships were one of the first types of training
practices that became widely used, especially during the Middle Ages. As trades in the area
of craftsmanship became more demanding, most children of the time were sent as apprentices to
live with masters of this form of art who would share with them the knowledge and teach them the
skills they needed to succeed in this line of work.
Vestibule Training (1800s)- During the Industrial Revolution, intensive training became a
necessity for all employees who were working in factories, but did not have all the
required knowledge and skills to be able to work with the machinery that produced the goods and
materials needed by the society. In this setting, vestibule training, understood as "near-the-job-
training," became an activity that was carried out within the factory, but in a special separated
room that was big enough to store machines with up to ten workers and their trainer (Vestibule
Training, 2010, 1).

Role Playing (1930s)- First devised by psychiatrist Dr. Jacob Moreno in the 1910s,
role playing became a new method used for training employees by placing them in the
kind of situation they could encounter in the workplace, but in a controlled
environment that did not pose any risks to their lives. Role playing gave the
employee the opportunity to physically interact and correctly apply the needed skills
to the particular situation (Role Playing, 2010).
Job-Instruction-Training (1940s)- Popularized during the years of World War II,
job-instruction-training was specifically designed for "supervisors in defense plants"
to obtain the necessary skills to then be able to train their own workers in various
areas (Job Instruction, 2010).
Computer-Based Training (1980s)- Initially created in 1959 under a system known
as PLATO, computer-based training (CBT) began to receive more attention during the
late twentieth century. As technology quickly advanced and modernized, CBT

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 povided individuals with greater flexibility and interaction as they acquired more
knowledge and newer skills through online channels.

1.3.1 Advantages/Disadvantages/Benefits/Limitations

ADVANTAGE/BENEFITS:

a) Leader Effectiveness has a high and significant positive co-relation with job-
satisfaction

b)Leader Effectiveness has a significant positive co-relation with job area

segment of job satisfaction (overall but not separately in case of public or private
banks)
c) Leader Effectiveness has a high and significant positive co-relation with
branch performance in case of both public as well as private sector banks;
d) Leader Effectiveness has a high and significant positive correlation with branch
performance in case of both public as well as private sector banks.
e) Branch Performance has a high and significant positive co-relation with job
area segment of job satisfaction in case of both public as well as private sector
banks
f) Branch Performance has a significant positive co-relation with job area
segment of job-satisfaction (overall but not separately in case of public or private
sector banks).
g) Branch performance has a high and significant positive co-relation with
management area segment of job satisfaction.
h) Leader Effectiveness has a high significant negative co-relation with personal
adjustment area segment of job satisfaction (overall but not separately)
i) It will also help in economic development and eliminated the cost. At the same
time, continued client dissatisfaction is forcing bankers to reconsider their approach
to service levels.

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 j) It focus on bank safety and soundness become more clear banks will likely look to move

to compliance as a business as usual activity rather thanas series of regulatory responses.

Assets are kept as security for protections.

DISADVANTAGE:

Inadequate banking facilities: Even tough banks have spread across the country; still

many parts of the country are unbanked. Especially in the backward states such as the Uttar

Pradesh, Madhya Pradesh, Chhattisgarh and north-eastern states of India.

Limited resource mobilized and allocated: The resource mobilized after the nationalized is not

sufficient if we consider the needs of the Indian economy. Some time the deposits mobilized

are enough but the resource allocation is not as per the expansions.

Lowered efficiency and profits: After nationalization banks went in the government sector.

Many times political forces pressurized them. Banking was not done on professional and

ethical grounds. It resulted into lower efficiency and poor profitability of banks.

Increased expenditure: Due to huge expansion in a branch network, large staff administrative

expenditure, trade union struggle, etc. banks expenditure increased to dangerous levels.

Political and administrative interference: Many public sector banks badly suffered due to

political interference .It was seen in arranging loans meals. It ultimately resulted in huge non-

performance assets (NPA) of these banks and inefficiency.

Most companies, when sponsoring employee training, confine the topics to those which serve

the companys short-term interest.

Employee training provides the company with many benefits, but it can also cause financial

strain for some companies.

Unless the banking company offers the training to all employees, a selection criterion that is

not only objective but also seen as objective remains essential to prevent loss of morale,

discontent, and consequently low productivity and high turnover from other employees.

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 Finally, the assumption of employees remaining loyal and committed in return for the

company sponsoring the training need not always hold true.

1.4 Recent trends and growing importance

Banks continue to focus on innovation investment to retain and enhance competitive

differentiation.
As cyber threats increase,banks are investing in secure system
Banks are increasingly in using cloud service for core business activities.
Banks will continue to leverage digital technologies to enhance customer experience.
Banks are investing in modern core banking solutions to transform legacy systems.
Banks are working to full integrate risk management and compliance practices.
Banks are focusing on financial inclusion and awareness for business growth and
customer engangement.

Considering the staggering changes in banking weve experienced over the last decade,
its safe to say predicting what will happen next is like trying to guess who is going to
win the World Series. We can make some educated guesses, but to really hammer
the metaphor home theres always a chance a curve ball is thrown our way.

Customers will soon be gaining more mobile-banking payment and account options.
Were going to see a lot more and different products, and a richer (banking)
experience.
Banks already are rolling out banking software for iPads and tablets and thinking of
new ways to structure bank accounts
Over the past decade, retail financial services organizations have been reliant on profits
generated from increasing consumer lending, whether through loans, mortgages, or
card spending.
While the credit crunch may have reduced the volume of high net worth individuals,
the growth of the affluent sector.
While retail banking has seen an influx of new players and new channels, commercial
banks have faced significantly different pressures over the past few years.

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 1.5 Key challenges

Not making enough money. Despite all of the headlines about banking profitability, banks

and financial institutions still are not making enough return on investment, or the return on

equity, that shareholders require.

Consumer expectations. These days its all about the customer experience, and many banks

are feeling pressure because they are not delivering the level of service that consumers are

demanding, especially in regards to technology.

Increasing competition from financial technology companies. Financial technology

(FinTech) companies are usually start-up companies based on using software to provide

financial services. The increasing popularity of FinTech companies is disrupting the way

traditional banking has been done. This creates a big challenge for traditional banks because

they are not able to adjust quickly to the changes not just in technology, but also in

operations, culture, and other facets of the industry.

Regulatory pressure. Regulatory requirements continue to increase, and banks need to

spend a large part of their discretionary budget on being compliant, and on building systems

and processes to keep up with the escalating requirements.These challenges continue to

escalate, so traditional banks need to constantly evaluate and improve their operations in

order to keep up with the fast pace of change in the banking industry.

Operation and Execution: Internal banking processes must ensure the right debt to credit

ratio and maximize profitability. Cash and liquidity management, savings and investment

management, financing and treasury management are key back office functions that, if well

run, promote long-term stability. Ensuring confidentiality as well as ineffective organization

wide communications still pose major challenges.

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Performance Management: Performance monitoring across departments and locations will
take on greater importance. Financial and managerial accounting, credit, operations, market
risk and internal risk management and regulatory reporting must all build in oversight.

Product Development: It is the stage where finance institutions analyze existing product
performance and continuously develop new products. To rapidly launch new products, the
entire organization including all branches and customer service representatives must be fully
knowledgeable about new product features. However, it is challenging for headquarters to
quickly distribute product information due to inconsistent communications environments and
geographic distance. Sales and Service: Campaign execution, point-of-sales management and
postsales communication are key activities. In fiercely competitive environments, the ability
for an organizations sales team to produce consistently accurate on- Banking Industry the-fly
offerings that look professional is a key to success. To enhance post sale loyalty, Finance
Institutions must present a single unified point of contact for customers across all product
lines.

1.6 Statement of research problems

At the time of collecting a primary data majority of bankers dont want to provide their

expert advice regarding the project.

1.7 Objective of the study

With the growth of technology, banking customers are living in a connected world with their
experience from other industries influencing their expectations from their financial services
provider. This has led to an evolving customer-bank relationship necessitating banks to be
more customer-centric by embedding themselves in customers lives to meet rising customer
experience expectations.

However, banks have been facing challenges in meeting customer expectations, as they are
troubled with legacy challenges both in terms of technology and culture. This document aims
to understand and analyze the trends in the banking industry that are expected to drive the
dynamics of the banking ecosystem in the near future.

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On the basis of a theoretical analysis and our own research, the main objective of the article
was to prove a relationship between applied leadership style of branch managers and
productiveness of sales clerks and room for their productiveness improvement applicable in
the banking sector in Slovakia and change these attitudes during the crisis. One part of the
objective was to examine the continuity between applied leadership style of branch managers
and their time in a control functions held. Dependencies between individual productiveness
of banks sales clerks and the level of their loyalty and satisfaction have been investigated.

Our assumption that the applied leadership style depends on the time of working in

managerial functions has not been confirmed. Managers who operate relatively shortly in

managerial functions did not show any differences in their management priorities and

approaches in comparison with long-time managers.

1.8 Chapterisation scheme

This Black Book is all about Training & development in bank and it is majorly divided into 6

Chapters that is given below

Introduction
Review of literature
Research methodology
Data analysis
Summary of findings
Suggestion and Conclusion

13
2 Chapter 2: Review of literature (5-10 Pages)

2.1 Prashanta Athma (2000), in his Ph D research submitted at Usmania University

Hyderabad, Performance of Public Sector Banks A Case Study of State Bank of

Hyderabad, made an attempt to evaluate the performance of Public Sector Commercial

Banks with special emphasis on State Bank of Hyderabad. The period of the study for

evaluation of performance is from 1980 to 1993-94, a little more than a decade. In this

study, Athma outlined the Growth and Progress of Commercial Banking in India and

analyzed the trends in deposits, various components of profits of SBH, examined the

trends in Asset structure, evaluated the level of customer satisfaction and compared the

performance of SBH with other PSBs, Associate Banks of SBI and SBI. Statistical

techniques like Ratios, Percentages, Compound Annual rate of growth and averages are

computed for the purpose of meaningful comparison and analysis. The major findings of

this study are that since nationalization, the progress of banking in India has been very

impressive. All three types of Deposits have continuously grown during the study period,

though the rate of growth was highest in fixed deposits. A comparison of SBH

performance in respect of resource mobilization with other banks showed that the average

growth of deposits of SBH is higher than any other bank group. Profits of SBH showed an

increasing trend indicating a more than proportionate increase in spread than in burden.

Finally, majority of the customers have given a very positive opinion about the various

statements relating to counter service offered by SBH. (Review of literature)

From the above literature we identify the variable trends in banking with respect to this

variable we can design the following search questions.

Do you think that new trends in banking will help to attract customers?

14
 2.2 The focal point of the study made by Das and Udaykumar Lal (2002), in his book
Banking Reforms in Lead Bank Scheme, (Deep and Deep Publication, new Delhi)
was the critical evaluation of the lead bank scheme in 35 the light of banking sector
reforms. Das in this book observed that high level of NPAs, large number of un-
remunerative branches, low productivity, overstaff and archaic methods of
operations have affected the profitability of public sector banks. Das sincerely felt
that the whole banking sector in India is to be revolutionized to cope with the
changing dimensions of the satellite one world. Further, he felt that the backward
areas should be given more funds for investment in priority sectors and more and
more people should be brought under its coverage and the procedures of extending
credit should be simplified and there should be least hassle cost. (Review of
literature)
From the above literature we identify the variable funds in backward areas with respect

to this variable .

Do you think focus in backward areas will help in profitability?

15
2.3 Zacharias Thomas(1997)Ph D Thesis, Performance effectiveness of Nationalised

Bank- A Case Study of Syndicate Bank, submitted to Kochin University (1997),

Thesis studied the performance effectiveness of Nationalized Bank by taking

Syndicate Bank as case study in his Ph.D thesis. Thomas has examined various

aspects like growth and development of banking industry, achievements of

Syndicate Bank in relation to capital adequacy, quality of assets, Profitability, Social

Banking, Growth, Productivity, Customer Service and also made a comparative

analysis of 'the performance 34 effectiveness of Syndicate Bank in relation to

Nationalized bank. A period of ten years from 1984 to 1993-94 is taken for the

study. This study is undertaken to review and analyze the performance effectiveness

of Syndicate Bank and other Nationalized banks in India using an Economic

Managerial Efficiency Evaluation Model (EMEE Model) developed by researcher.

Thomas in this study found that Syndicate Bank got 5th Position in Capital adequacy

and quality of assets, 15th in Profitability, 14th Position in Social Banking, 8th in

Growth, 7th in Productivity and 15th position in Customer Service among the

nationalized banks. Further, he found that five nationalized banks showed low health

performance, seven low priority performance and eleven low efficiency performance

in comparison with Syndicate Bank. (Review of literature)

From the above literature we identify the variable facility of banks with respect to this

variable we can design the following search questions. (Review of literature)

Do you think new technique is required for better performance of banks?

16
 2.4 Singh R (2003), in his paper Profitability management in banks under deregulate
environment, IBA bulletin, No25, has analyzed profitability management of banks
under the deregulated environment with some financial parameters of the major four
bank groups i.e. public sector banks, old private sector banks, new private sector
banks and foreign banks, profitability has declined in the deregulated environment.
He emphasized to make the banking sector competitive in the deregulated
environment. They should prefer noninterest income sources. (Review of literature)
From the above literature we identify the variable deregulated environment with respect

to this variable we can design the following search questions.

Do you think deregulated environment will help in profitability?

2.5 Singla (2008) examines that how financial management plays a crucial role
industrialists growth of banking. It is concerned with examining the profitability
position of the selected sixteen banks of banker index for a period of six years
(2001-06). The study reveals that the profitability position was reasonable during the
period of study when compared with the previous years. Strong capital position and
balance sheet place. Banks are in better position to deal with and absorb the
economic constant over a period of time. (Review of literature)
From the above literature we identify the variable growth of banking business with

respect to this variable we can design the following search questions.

Do you think financial management is important for growth of banking business?

17
 2.6 Wahab (2001) has analyzed the performance of the commercial banks under
reforms. He also highlighted the major issues need to be considered for further
improvement. He concluded that reforms have produced favorable 42 effects on
performance of commercial banks in general but still there are some distortions like
low priority sector advances, low profitability etc. that needs to be reformed
again.(Review of literature)
From the above literature we identify the variable improvement in banking activities
with respect to this variable we can design the following search questions.
Do you think improvement in banking activities will help to overcame major issues such as

low priority sector advances, low profitability etc?

2.7 The objective of Sheeba Kapils (2007) paper is to review and analyze the current
financial health of the Indian Public Sector Commercial Banks in the light of
banking reforms and predict the future and scope of the same. The viability of the 27
public sector banks has been analyzed on the basis of offsite supervisory exam
model i.e., CAMEL Model (C for capital adequacy, A for Asset quality, E for
Earnings and L for Liquidity). These four components of each bank have been
analyzed and rated on a scale to judge the composite rating of the same. The paper
finds that the off-site supervisory exam model (CAMEL) has' rated majority of PSBs
as non-viable and they require immediate attention and government support. After
19 years of economic and banking reforms, the Indian Banking Sector has still miles
to go. Low Profitability, Liquidity, Capital adequacy and high none'-performing
assets will definitely make the majority of Indian PSBs a bad bargain in near
future.(Review of literature)
From the above literature we identify the variable banking performance with respect to
this variable we can design the following search questions.
Do you think current banking performance is helpful ?

18
 2.8 Ram Mohan TT(2003) , in his paper Long run performance of public and private
sector bank stocks Vol 37, has made an attempt to compare the three categories of
banks-Public, Private and Foreign-using Physical quantities of inputs and outputs,
and comparing the revenue maximization efficiency of banks during 1992-2000. The
findings show that PSBs performed significantly better than private sector banks but
not differently from foreign banks. The conclusion points to a convergence in
performance between public and private sector banks in the post-reform era, using
financial measures of performance .(Review of literature)
From the above literature we identify the variable measures of banks with respect to

this variable we can design the following search questions.

Do you think any measures or suggestions is required to banks for improving physical
quantities of inputs and output , and the revenue maximization efficiency of banks?

19
 2.9 SBI Research Department in 2000, through its paper Performance analysis of 27
Public sector banks published in SBI monthly review performance, Vol XXXIX,
was prepared by Economic Research Department of State Bank of India, is to
analyze the Performance of the 27 Public Sector Banks for the year 1999-2000 vis-a-
vis the preceding year. Selecting four different categories of indicators-Business
Performance, Efficiency, Vulnerability and labor productivity indicators, carried out
the analysis. Altogether, 39 indicators were selected for this purpose. For the
purpose of analysis, 27 PSBs disaggregated into four groups, namely, the SBI, ABs
(m7), the SBGs (8), the NBs (19). During 1999-2000, the PSBs exhibited better
show in terms of several parameters studied above. Nevertheless, the problems of
NPAs and capital adequacy remain to be taken care of. Researchers in this paper
opinioned that greater operational flexibility and functional autonomy should be
given to PSBs especially to strengthen their capital base. Further, they felt that since
net interest margin will continue to remain compressed in a deregulated interest rate
regime, a lot of effect would have to be made to mitigate this through generation of
non-interest income. As far as NPAs are concerned, they believe' that, the outdated
laws and regulations that pose hindrance to banks in getting back their dues need to
be suitably amended.
From the above literature we identify the variable laws and regulations of banks with
respect to this variable we can design the following search questions.
Do you think there is requirement for updating the banking law?

20
3 Chapter 3: Research methodology (3-5 pages)

This Chapter concentrates on the research methodology. The research design, sampling

design, data collection method, tools applied for the study geographical coverage and

Research Ethics are detailed.

3.1 Research design

The research design is defined by Fouche (2002) as the plan or blue print of the study. This

research is Qualitative research which allows the researcher to gather information and do an

in-depth exploration of issues, and therefore follows a less structured format with fewer

respondents than quantitative methods.

3.2 Sampling design

3.2.1 Target population

Total target population is 30 respondents; target area at Thane.

3.2.2 Sampling frame

Quota sampling was adopted by researcher. Quota sampling is where the researcher ensures

that certain groups of people, who are knowledgeable about the research problems, are

adequately represented in the research through the assignment of a fixed quota for each sub

group.

3.2.3 Period of study

The period of study was from April 2017 to September 2017 . The study is mainly based on

primary data collected byQuestioner made on the findings. The secondary data were collected

from various sources throughout the period of this study.

21
 3.3 Sample size

Total sample=30

Samples were collected from the area of Thane District.

3.4 Data collection

This section discusses the techniques of gathering primary data for the testing of the research

propositions that were crafted in Chapter I and II. The choice of the data instruments depends

on the availability of facilities, time, costs, the degree of accuracy required, the expertise of

the researcher, and other resources associated with the gathering of the data.

The questionnaire was given to the respondent directly by the students and was collected later

as per respondents preference as to giving filling the preprinted form.

3.5 Structure of questionnaire

The structured questionnaire was divided into different sections as felt suitable. The first

section covers personal variables, which are independent based on the assumption that there

were measurable differences amount the levels with regard to the perception of dependent

variables. The second to study factors section of questionnaire covers the factors of study

with dependent variables viz:

22
 3.6 Format of questionnaire designed

Title: LEADERSHIP STYLE IN BANKING SECTOR

Researcher : ___Akhila Harilal Panikker________________________
Personal details

Respondents Name: _________________________________________

Gender: Male Female

Age Below 20 20-30 30-40 40-50 Above 50

Education Below graduate graduate Post graduate Professional Others

Experience: Below 5 years 05-10 years 10-15 years 15-20 years Above 20 years

Study factor:

1 Do you think that new trends in banking will help to attract customers?
Highly yes Yes Cant say No Highly No

2 Do you think focus in backward areas will help in profitability?

Highly yes Yes Cant say No Highly No

3 Do you think new technique is required for better performance of banks?

Highly yes Yes Cant say No Highly No

4 Do you think making changes in deregulated environment will help in

profitability?
Highly yes Yes Cant say No Highly No

23
 5 Do you think financial management is important for growth of banking
business?
Highly Agree Agree Neutral Disagree Highly disagree

6 Do you think improvement in banking activities will help to overcome major

issues such as low priority sector advances, low profitability etc?
Highly Agree Agree Neutral Disagree Highly disagree

7 Do you think current banking performance is helpful ?

Highly Agree Agree Neutral Disagree Highly disagree

8 Do you think any measures or suggestion is required to banks for improving

physical quantities of inputs and outputs, and the revenue maximization efficiency of
banks?
Highly Agree Agree Neutral Disagree Highly disagree

9 Do you think there is requirement for updating the banking law?

Highly Agree Agree Neutral Disagree Highly disagree

24
 3.1 Format of Expert advice Questionnaire designed

NAME

DESIGTNATION

ORGANISATION

1. What are the most important values you demonstrate as a leader?

1. How have you gained commitment from your team?

2. How do you get others to accept your ideas?

4. How do you motivate your team?

25
 3.2 Analytical Tools applied for the study

Data analysis gives meaning to the data that has been collected. More than ____ respondents

were given questionnaire. After verification as to completeness of collected questionnaire,

samples were finalized. The data corresponding to the values in the Likert Scale were entered

for each statement in the questionnaire. It was then checked for accuracy, through three

rounds of visual and hardcopy inspections. The MS Excel data analysis tool was used for

statistical data analysis. The statistical analytical tools applied include:

The Average score analysis is mainly used in any study is to assess the level of

opinion/awareness/satisfaction of the different category of respondents on the various aspects

relating to the study. First the opinion of the respondents are assessed through a scaling

technique and then based on the consolidated opinion of the respondents, the average score is

calculated.

It is the simple and common method to represent raw streams of data as a percentage for

better understanding of collected data. Percentages are used in making comparison between

two or more variables to find the efficacy of each variable.

3.Research ethics

Research ethics refer to the "appropriate" behavior of the researcher in relation to the norms

of the society. It relates to the three parties involved in this research: the researcher, the

respondents and Research supervisor. Researcher assured Confidentiality to the respondents

and secrecy will be maintained. The researcher, on her/his part maintained objectivity,

presented the true research findings.

26
4 Chapter 4: Data analysis (26- 36 pages)

Here,
V1: new trends in banking
V2:focus in backward areas
V3: performance of banks
V4: deregulated environment
V5: growth of banking business
V6: improvement in banking activities
V7: banking performance
V8: measures
V9: banking law
And
HY: Highly yes
Y: Yes
C: Cant say
N: No
HN: Highly no

4.1 Average score

The average score analysis is mainly used in any study is to assess the level of opinion/
awareness/satisfaction of the different category of respondents on the various aspects relating
to the study. First the opinions of the respondents are assessed through a scaling technique
and then based on the opinion of the respondents, the average score is calculated.
In this study the opinion of the respondents are assessed through a five point scaling

technique and then based on the opinion of respondents the average score is calculated and

the result are presented in different tables.

27
 4.1.1 Testing of Hypothesis

Null Hypothesis (H0): Gender of the respondent does not influence their perception as
toleadership style in bank.
Alternative Hypothesis (H1): Gender of the respondent does influence their perception as to
leadership style in bank. The above testing of hypothesis can be done using the following
table-
Table 1 Average score analysis

Total response
Variable
HY=5 Y=4 C=3 N=2 HN=1 Total

V1 6 22 2 0 0 30

V2 4 17 9 0 0 30

V3 10 19 1 0 0 30

V4 4 7 13 4 2 30

V5 10 17 3 0 0 30

V6 2 26 2 0 0 30

V7 5 22 3 0 0 30

V8 4 23 2 1 0 30

V9 4 25 1 0 0 30
Source: Primary data

Table 2 Average score analysis

Variable Highly Agree Neutral Disagree Highly total Grant Grant Average Low Lower Middle High Quotient
Agree score score score disagree score Max Min Score score HL HL score Scale
score score score score remark

V01 30 88 6 0 0 124 150 30 2.48 1 2.5 3.75 5

V02 20 68 27 0 0 115 150 30 2.3 1 2.5 3.75 5
V03 50 76 3 0 0 129 150 30 2.58 1 2.5 3.75 5
V04 20 28 39 8 2 97 150 30 1.94 1 2.5 3.75 5
V05 50 68 9 0 0 127 150 30 2.54 1 2.5 3.75 5
V06 10 104 6 0 0 120 150 30 2.4 1 2.5 3.75 5
V07 25 88 9 0 0 122 150 30 2.44 1 2.5 3.75 5
V08 20 92 6 2 0 120 150 30 2.4 1 2.5 3.75 5
V09 20 100 3 0 0 123 150 30 2.46 1 2.5 3.75 5

28
 4.2 Percentage analysis
The percentage analysis/ descriptive analysis describes the distribution of respondents in each
classification as it is expressed in percentage it facilitates comparison.
Table 3 Percentage analysis
Variable 5 4 3 2 1 Total "5"% "4"% "3"% "2"% "1"% total%
V01 6 22 2 0 0 30 20% 73% 7% 0% 0% 100%
V02 4 17 9 0 0 30 13% 57% 30% 0% 0% 100%
V03 10 19 1 0 0 30 33% 63% 3% 0% 0% 100%
V04 4 7 13 4 2 30 13% 23% 43% 13% 7% 100%
V05 10 17 3 0 0 30 33% 57% 10% 0% 0% 100%
V06 2 26 2 0 0 30 7% 87% 7% 0% 0% 100%
V07 5 22 3 0 0 30 17% 73% 10% 0% 0% 100%
V08 4 23 2 1 0 30 13% 77% 7% 3% 0% 100%
V09 4 25 1 0 0 30 13% 83% 3% 0% 0% 100%

From the above table it is found that:-

With reference to variable V1, it is found that 20% of the respondents highly yes that
in Banking industry trends in banking will help to attract customers and 0%
respondents are highly no with it.
With reference to variable V2, it is found that 13% respondents are agreed that funds
in backward areas will help for economic growth and 0% respondents are highly
disagree with it.
With reference to variable V3, it is found that 33% respondents are yes that new
facility helpful for customers.
With reference to variable V4, it is found that 13% of respondents are yes that
deregulated environment helpful in profitability.
With reference to variable V5, it is found that 33% of respondents are yes that
financial management is important for growth of banking business
With reference to variable V6, it is found that 7% of respondents yes that
improvement in banking activities will help to overcome major issues
With reference to variable V7, it is found that 17 % of respondents are yes that
current banking performance is helpful.

29
 With reference to variable V8, it is found that 13% of responded are yes that
measures of bank will help in profitability.
With reference to variable V9, it is found that 13% of respondents are agreed that law
& regulations of bank is required.

4.1 Gender vise percentage analysis

Gender vise percentage analysis, it is percentage analysis of total respondents but it is
segmented between males and females. We approach 30 respondents in which 13 responses
are taken from males and 17 responses from females.
Table 4 Gender vise percentage analysis1

Genderwise Percentage Analysis

Var code Total Female Male Total Female Male Total
PG1 54 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1
V01 6 22 2 0 0 4 12 1 0 0 2 10 1 0 0 30 13.33% 40.00% 3.33% 0.00% 0.00% 6.67% 33.33% 3.33% 0.00% 0.00% 100.00%
V02 4 17 9 0 0 4 6 7 0 0 0 11 2 0 0 30 13.33% 20.00% 23.33% 0.00% 0.00% 0.00% 36.67% 6.67% 0.00% 0.00% 100.00%
V03 10 19 1 0 0 5 11 1 0 0 5 8 0 0 0 30 16.67% 36.67% 3.33% 0.00% 0.00% 16.67% 26.67% 0.00% 0.00% 0.00% 100.00%
V04 4 7 13 4 2 2 5 8 2 0 2 2 5 2 2 30 6.67% 16.67% 26.67% 6.67% 0.00% 6.67% 6.67% 16.67% 6.67% 6.67% 100.00%
V05 10 17 3 0 0 6 9 2 0 0 4 8 1 0 0 30 20.00% 30.00% 6.67% 0.00% 0.00% 13.33% 26.67% 3.33% 0.00% 0.00% 100.00%
V06 2 26 2 0 0 1 16 0 0 0 1 10 2 0 0 30 3.33% 53.33% 0.00% 0.00% 0.00% 3.33% 33.33% 6.67% 0.00% 0.00% 100.00%
V07 5 22 3 0 0 4 12 1 0 0 1 10 2 0 0 30 13.33% 40.00% 3.33% 0.00% 0.00% 3.33% 33.33% 6.67% 0.00% 0.00% 100.00%
V08 4 23 2 1 0 3 13 1 0 0 1 10 1 1 0 30 10.00% 43.33% 3.33% 0.00% 0.00% 3.33% 33.33% 3.33% 3.33% 0.00% 100.00%
V09 4 25 1 0 0 2 15 0 0 0 2 10 1 0 0 30 6.67% 50.00% 0.00% 0.00% 0.00% 6.67% 33.33% 3.33% 0.00% 0.00% 100.00%
Table 5 Gender vise percentage analysis

30
 Average Average
Var code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 score of score of Total
Female 1 male 2
PG1 2 2 2 2 1 1 2 1 1 1 1 2 1 2 1 1 2 2 1 2 2 2 1 1 1 1 1 2 1 1 17 13 30
V01 3 5 4 4 4 4 4 4 5 4 4 4 3 5 5 4 4 4 5 4 4 4 4 4 4 4 4 4 5 4 4.18 4.08 4.13
V02 4 4 4 4 3 3 3 3 3 3 4 3 3 4 5 4 4 4 4 4 4 4 4 5 5 4 5 4 4 3 3.82 3.85 3.83
V03 4 4 4 4 5 4 4 4 4 4 5 4 4 4 4 4 5 5 4 5 4 5 5 4 4 3 5 5 5 4 4.24 4.38 4.30
V04 1 3 4 3 2 3 3 3 3 4 3 1 3 3 3 4 2 5 5 5 4 3 3 4 5 2 4 2 4 3 3.41 3.00 3.23
V05 4 4 5 4 4 4 4 4 3 5 5 4 4 5 5 4 4 4 5 4 5 5 4 5 5 4 4 3 3 4 4.24 4.23 4.23
V06 5 4 4 4 4 4 4 4 4 4 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4.06 3.92 4.00
V07 4 4 4 4 3 4 4 5 4 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 5 4 5 3 5 4 4.18 3.92 4.07
V08 4 4 4 4 3 5 4 5 4 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 4 4 4 2 4 4 4.12 3.85 4.00
V09 4 4 5 4 4 5 4 4 4 4 4 4 5 4 4 4 4 4 4 4 5 4 4 4 4 4 4 3 4 4 4.12 4.08 4.10

From above tables we can conclude that:-

From variable V1, we can find that female feel that in Banking industry trends is
required more than male.
From the variable V2, we can find that males feel that focus in backward area will
help in profitability for economic growth more than female.
From the variable V3, we can found that males feels that improvement of bank
facility is required more than female.
From the variable V4, we can found that male feel that deregulated environment
will help in profitability more than females.
From the variable V5, we can found that female feel that financial management is
important in banks more than male.
From the variable V6, we can found that female feels that improvement in banking
activities is required more than male.
From the variable V7, we can found that females feel that current banking
performance I helpful more than male
From the variable V8, we can found that males feel that measures for banking
performance is required more than female
From the variable V9, we can found that female feel that changesw in banking law is
required more than male

31
4.4.DescriptiveStatistic
Descriptive statistics are statistics that quantitatively describe or summarize features of a
collection of information. Descriptive statistics is the term given to the analysis of data that
helps describe, show or summarize data in a meaning full way such that, for example,
patterns might emerge from the data.
Table 6 Descriptive statistics

Descriptive Statistics
Variable Mean Median Mode Standard Sample Kurtosis Skewness Range Minimum Maximum Sum Count Confidence
Deviation Variance Level(95.0%)
V01 4.13 4.00 4.00 0.51 0.26 0.94 0.27 4.00 1.00 5.00 124.00 30.00 0.18
V02 3.83 4.00 4.00 0.65 0.42 -0.50 0.17 4.00 1.00 5.00 115.00 30.00 0.23
V03 4.30 4.00 4.00 0.53 0.29 -0.54 0.17 4.00 1.00 5.00 129.00 30.00 0.19
V04 3.23 3.00 3.00 1.07 1.15 -0.12 -0.14 4.00 1.00 5.00 97.00 30.00 0.38
V05 4.23 4.00 4.00 0.63 0.39 -0.45 -0.20 4.00 1.00 5.00 127.00 30.00 0.22
V06 4.00 4.00 4.00 0.37 0.14 5.58 - 4.00 1.00 5.00 120.00 30.00 0.13
V07 4.07 4.00 4.00 0.52 0.27 1.09 0.11 4.00 1.00 5.00 122.00 30.00 0.19
V08 4.00 4.00 4.00 0.59 0.34 4.51 -1.09 4.00 1.00 5.00 120.00 30.00 0.21
V09 4.10 4.00 4.00 0.40 0.16 3.27 0.88 4.00 1.00 5.00 123.00 30.00 0.14
Variable V1 has highest mean that is 4.23.
Variable V8 has lowest mean that is 3.23
All the variables have same average they all are in between 3.23 to 4.23 that means
they all are nearby each other.

32
 TABLE 7 AGE WISE SCORE ANALYSIS

Agewise Average score analysis

Age class Age class Age class Age class Age class
Var code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Total
1 2 3 4 5
PA2 211212211 1 2 3 2 3 2 3 3 2 1 3 3 2 2 2 1 2 2 1 1 2 10 14 6 0 0 30
V01 354444445 4 4 4 3 5 5 4 4 4 5 4 4 4 4 4 4 4 4 4 5 4 4.40 3.93 4.17 #DIV/0! #DIV/0! 4.13
V02 444433333 3 4 3 3 4 5 4 4 4 4 4 4 4 4 5 5 4 5 4 4 3 3.70 3.93 3.83 #DIV/0! #DIV/0! 3.83
V03 444454444 4 5 4 4 4 4 4 5 5 4 5 4 5 5 4 4 3 5 5 5 4 4.30 4.29 4.33 #DIV/0! #DIV/0! 4.30
V04 134323333 4 3 1 3 3 3 4 2 5 5 5 4 3 3 4 5 2 4 2 4 3 3.50 3.07 3.17 #DIV/0! #DIV/0! 3.23
V05 445444443 5 5 4 4 5 5 4 4 4 5 4 5 5 4 5 5 4 4 3 3 4 4.10 4.29 4.33 #DIV/0! #DIV/0! 4.23
V06 544444444 4 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4.00 4.14 3.67 #DIV/0! #DIV/0! 4.00
V07 444434454 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 5 4 5 3 5 4 4.10 4.14 3.83 #DIV/0! #DIV/0! 4.07
V08 444435454 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 4 4 4 2 4 4 3.80 4.21 3.83 #DIV/0! #DIV/0! 4.00
V09 445445444 4 4 4 5 4 4 4 4 4 4 4 5 4 4 4 4 4 4 3 4 4 4.00 4.14 4.17 #DIV/0! #DIV/0! 4.10
Variable V2 has highest age wise score that is 4.30
Variable V7 has lowest age wise score that is 3.23
All the variables have same average they all are in between 4.30 to 3.23 that means they all
are nearby each other.

33
 TABLE 8 EDUCATION QUALIFICATIONWISE AVERAGE SCORE ANALYSE

Educational Qualificationwise Average score analysis

Age class Age class Age class Age class Age class
Var code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Total
1 2 3 4 5
PQ3 2 1 1 2 1 3 2 1 1 1 3 4 3 4 3 3 4 2 1 4 4 2 1 3 1 1 2 1 1 1 13 6 6 5 0 30
V01 3 5 4 4 4 4 4 4 5 4 4 4 3 5 5 4 4 4 5 4 4 4 4 4 4 4 4 4 5 4 4.31 3.83 4.00 4.20 #DIV/0! 4.13
V02 4 4 4 4 3 3 3 3 3 3 4 3 3 4 5 4 4 4 4 4 4 4 4 5 5 4 5 4 4 3 3.69 4.00 4.00 3.80 #DIV/0! 3.83
V03 4 4 4 4 5 4 4 4 4 4 5 4 4 4 4 4 5 5 4 5 4 5 5 4 4 3 5 5 5 4 4.23 4.50 4.17 4.40 #DIV/0! 4.30
V04 1 3 4 3 2 3 3 3 3 4 3 1 3 3 3 4 2 5 5 5 4 3 3 4 5 2 4 2 4 3 3.31 3.17 3.33 3.00 #DIV/0! 3.23
V05 4 4 5 4 4 4 4 4 3 5 5 4 4 5 5 4 4 4 5 4 5 5 4 5 5 4 4 3 3 4 4.08 4.17 4.50 4.40 #DIV/0! 4.23
V06 5 4 4 4 4 4 4 4 4 4 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4.00 4.17 4.17 3.60 #DIV/0! 4.00
V07 4 4 4 4 3 4 4 5 4 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 5 4 5 3 5 4 4.08 4.33 4.00 3.80 #DIV/0! 4.07
V08 4 4 4 4 3 5 4 5 4 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 4 4 4 2 4 4 3.85 4.17 4.33 3.80 #DIV/0! 4.00
V09 4 4 5 4 4 5 4 4 4 4 4 4 5 4 4 4 4 4 4 4 5 4 4 4 4 4 4 3 4 4 4.00 4.00 4.33 4.20 #DIV/0! 4.10
Variable V1 has highest qualification wise score that is 4.30
Variable V1 has lowest qualification wise score mean that is 3.23
All the variables have same average they all are in between 4.30 to 3.23 that means
they all are nearby each other.

34
 TABLE 9 EXPERIANCEWISE AVERAGE SCORE ANALYSES

Educational Qualificationwise Average score analysis

Age class Age class Age class Age class Age class
Var code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Total
1 2 3 4 5
PE4 2 2 2 2 2 2 2 1 1 1 1 3 2 3 2 2 3 1 1 2 3 1 2 2 1 1 2 1 2 1 11 15 4 0 0 30
V01 3 5 4 4 4 4 4 4 5 4 4 4 3 5 5 4 4 4 5 4 4 4 4 4 4 4 4 4 5 4 4.18 4.07 4.25 #DIV/0! #DIV/0! 4.13
V02 4 4 4 4 3 3 3 3 3 3 4 3 3 4 5 4 4 4 4 4 4 4 4 5 5 4 5 4 4 3 3.73 3.93 3.75 #DIV/0! #DIV/0! 3.83
V03 4 4 4 4 5 4 4 4 4 4 5 4 4 4 4 4 5 5 4 5 4 5 5 4 4 3 5 5 5 4 4.27 4.33 4.25 #DIV/0! #DIV/0! 4.30
V04 1 3 4 3 2 3 3 3 3 4 3 1 3 3 3 4 2 5 5 5 4 3 3 4 5 2 4 2 4 3 3.45 3.27 2.50 #DIV/0! #DIV/0! 3.23
V05 4 4 5 4 4 4 4 4 3 5 5 4 4 5 5 4 4 4 5 4 5 5 4 5 5 4 4 3 3 4 4.27 4.13 4.50 #DIV/0! #DIV/0! 4.23
V06 5 4 4 4 4 4 4 4 4 4 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4.00 4.13 3.50 #DIV/0! #DIV/0! 4.00
V07 4 4 4 4 3 4 4 5 4 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 5 4 5 3 5 4 4.18 4.07 3.75 #DIV/0! #DIV/0! 4.07
V08 4 4 4 4 3 5 4 5 4 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 4 4 4 2 4 4 4.00 4.07 3.75 #DIV/0! #DIV/0! 4.00
V09 4 4 5 4 4 5 4 4 4 4 4 4 5 4 4 4 4 4 4 4 5 4 4 4 4 4 4 3 4 4 3.91 4.20 4.25 #DIV/0! #DIV/0! 4.10
Variable V1 has highest Experience wise score that is 4.30
Variable V1 has lowest Experience wise score that is 3.23
All the variables have same average they all are in between 4.30 to 3.23 that means
they all are nearby each other.
TABLE 10 CORRELATION ANALYSIS ON GENDER
Correlation Analysis based on Age
Var code 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Correlation
PA2 2 1 1 2 1 2 2 1 1 1 2 3 2 3 2 3 3 2 1 3 3 2 2 2 1 2 2 1 1 2 coefficient
V01 3 5 4 4 4 4 4 4 5 4 4 4 3 5 5 4 4 4 5 4 4 4 4 4 4 4 4 4 5 4 -0.23
V02 4 4 4 4 3 3 3 3 3 3 4 3 3 4 5 4 4 4 4 4 4 4 4 5 5 4 5 4 4 3 0.10
V03 4 4 4 4 5 4 4 4 4 4 5 4 4 4 4 4 5 5 4 5 4 5 5 4 4 3 5 5 5 4 0.02
V04 1 3 4 3 2 3 3 3 3 4 3 1 3 3 3 4 2 5 5 5 4 3 3 4 5 2 4 2 4 3 -0.13
V05 4 4 5 4 4 4 4 4 3 5 5 4 4 5 5 4 4 4 5 4 5 5 4 5 5 4 4 3 3 4 0.15
V06 5 4 4 4 4 4 4 4 4 4 4 3 4 4 5 4 3 4 4 4 4 4 4 4 4 4 4 4 4 4 -0.25
V07 4 4 4 4 3 4 4 5 4 4 4 4 4 4 4 4 3 5 4 4 4 4 4 4 5 4 5 3 5 4 -0.16
V08 4 4 4 4 3 5 4 5 4 4 4 4 4 3 5 4 4 5 4 4 4 4 4 4 4 4 4 2 4 4 0.08
V09 4 4 5 4 4 5 4 4 4 4 4 4 5 4 4 4 4 4 4 4 5 4 4 4 4 4 4 3 4 4 0.16

Variable V8 has highest correlation coefficient that is 0.16

Variable V7 has lowest correlation coefficient that is -0.16

35
 All the variables have same average they all are in between 0.16 to -0.16 that
correlation coefficient they all are nearby each other.

4.2.2 Analysis of study variables

V1:Do you think that new trends in banking will help to attract customers?
Figure 1

TRENDS
0% 0%

7%
20% HY
Y
C
N

73% HN

From the findings we can summarize that 20% responses are yes and 73% responses are
highly agree.

V2:Do you think focus in backward areaswill help in economic growth?

Figure2

FOCUS IN BAC KWARD AREAS

N HN
0%0%
HY
C
13%
30%

Y
57%

36
From the findings we can summarize that 57% responses are yes and 13% responses are
highly agree
V3:Do you think whatever new facility provided by bank is helpful?

C
3%
N FACILITY OF BANKS NY
0%
0%

HY
33%

Y
64%

From the findings we can summarize that 33% responses are yes and 64% responses are
highly agree.

V4:Do you think making changes in deregulated environment will help in

profitability?

DEGREGULATED ENVIRONMENT
HN
7%
HY
N
13%
13%
Y
23%

C
44%

37
From the findings we can summarize that 25% responses are yes and 14% responses are
highly agree.

V5:Do you think financial management is important for growth of banking

business?

FINANCIAL MANAGEMENT
HY Y C N HN

10% 0%

33%

57%

From the findings we can summarize that 57% responses are yes and 33% responses are cant
say

V6:Do you think improvement in banking activities will help to overcome major
issues such as low priority sector advances,low profitability,etc?

IMPROVEMENT IN BANKING ACTIVITIES

HY Y C N HN

7%0%7%

86%

38
 From the findings we can summarize that 86% responses are yes and 7% responses

are highly yes

V7:Do you think current banking performance is helpful?

CURRENT BANKING PERFORMANCE

N HN
0% 0%

C
HY
10%
17%

Y
73%

From the findings we can summarize that 73% responses are yes and17 % responses are
highly yes

39
 V8:Do you think any measures or suggestion is required to banks for improving
physical quantities of inputs and outputs,and the revenue maximization
efficiency of banks?
FIGURE8

MEASURES OF BANKS HN
N
C 3% HY 0%
7% 13%

Y
77%

From the findings we can summarize that 77% responses are yes and 13% responses are
highlyyes.
V9:Do you think there is any requirement for updating the banking law?

LAW AND REGULATIONS OF BANKS

LAW AND REGULATIONS OF BANKS

100%
80%
60%
40% 83%
20%
13%
0%
3%
HY 0%
Y 0%
C
N
HN

40
From the findings we can summarize that 83% responses are yes and 13% responses are
highly yes.

5 Chapter 5: Summary of findings (2-4 Pages)

Operation related variable

From the findings we can summarize that more than 75% of candidates feel that improvement in
leadership style in banking sector will help in more profitability.

Trends in banking sector

More than 73% of candidates feel that trends in banking will help in more profitability.
Funds in backward areas
In this 57% of candidates feels that providing funds in backward areas will help in economic
growth.
Facility of banks
More than 63% of candidates feel that improvement in banking facilities will help in better
transactions.
Deregulated environment
More than 43% of candidates feel that deregulated environment help in more profitability.

Growth of banking business

More than 53% of candidates feel that improvement in banking performance lead to banking
growth.
Improvement in banking activities
More than 87% of candidates feel that Training and development in bank it can increase the
capabilities of banker

Current banking performance

More than 73% of candidates feel that current banking performance is helpful.
Measures of banks
More than 77% of candidates feel that measures of banks will in best performance.

Law & regulations of banks

More than 83% of candidates feel that changes in law & regulations of banks will help in
better performance of banks.

6 Chapter 6: Suggestions and conclusion (2-3 Pages)

Objective 1:- To study the important value to demonstrate as a leader.

41
 To underdstand the values related to demonstrate as a leader. To gain the knowledge,
quality to understand peoples demand and mentality.
Objective 2:- To study how to gained commitment for team.
To give them freedom to do for whatever commitments made by banks.
Tell how to achieve goals related to banks.
Objective 3:- To study that how get your ideas accepted by others.
To telling employees how it will be beneficial to them benefits of the goals and ideas
and how to work together and adopt new techniques.
Objective 4:- To study how to motivate your team.

To telling them how they can gain career by doing things done how they can get a

successful life and career.

7 Bibliography

A study on style of banking sector. (n.d.). Retrieved from academic.edu.:

http://www.academia.edu/5450812/A_STUDY_ON_CHOICE_OF_LEADERSHIP_STYLE_

IN_SELECT_BANKS_IN_CUDDALORE_TOWN_A_RESEARCH_STUDY_INTRODUC

TION

Banking in India. (n.d.). Retrieved from wikipedia:

https://en.wikipedia.org/wiki/Banking_in_India

characteristic of leadership in banking sector. (n.d.). Retrieved from www.academia.edu

Jaroslav, B. (Ed.). (n.d.). The Leadership Style and the Productiveness. Retrieved from

cjournal: http://www.cjournal.cz/files/124.pdf

meaning and importanceof leadership. (n.d.). Retrieved from academic.edu:

www.academia.edu

Review of literature. (n.d.). Retrieved from shodhganga:

http://shodhganga.inflibnet.ac.in/bitstream/10603/3712/10/10_chapter%203.pdf

42
Review of literature. (n.d.). Retrieved from shodhganga:

http://shodhganga.inflibnet.ac.in/bitstream/10603/3712/10/10_chapter%203.pdf

43